(front row, l–r): Kirk Goza, Partner; Jim Frickleton, Managing Partner; Michelle Marvel, Associate; Jim Bartimus, Partner. (back row, l–r): Kim Millican, Business Manager; Brett Votava, Partner; Mike Rader, Partner.
Bartimus, Frickleton, Robertson & Goza
According to the Global Language Monitor, the English language recently topped the 1-million-word mark. Kim Millican needs only one of those words to describe the benefits package at the trial law firm of Bartimus, Frickleton, Robertson & Goza: “Fantastic.” Millican, the firm’s business manager, defends that proposition by citing, for starters, a maxed out, fully funded profit-sharing program that’s 100 percent paid by the Leawood firm, plus an additional 401(k) safe-harbor program with a 3 percent match. “It is the equivalent of two profit-sharing plans instead of one,” she says.
Medical insurance? Paid by the firm, 100 percent. There’s also a flexible savings account that ensures zero out-of-pocket health-care costs for employees. And an FSA that helps cover day-care costs, as well as a family of insurance products covering dental, long-term disability and life insurance. Merit bonuses are awarded yearly, a check shows up on each employee’s birthday, attorneys can take sabbaticals, and most every Friday is “Friday Lite,” with early starts for the weekend.
That’s a considerable amount of giving from the ownership. But giving back is part of the equation, too, and employees are encouraged to participate in activities that support their favored charities, including the Leukemia & Lymphoma Society, JDRF and Operation Breakthrough, among others. The firm has its own causes, too: Every Tuesday is ham-and-cheese day, with the staff assembling 350 sandwiches for City Union Mission. Ladies and gentlemen of the jury, that comes to more than 18,000 sandwiches a year. The firm also eats the cost for the staff time spent on monthly trips to volunteer at Harvesters–The Food Network.
All of that, Millican says, reflects the values of a firm that champions integrity and character in the lawyers’ work for clients, and kindness, graciousness and generosity for the staff members.
“We treat our employees like family,” says Millican, who should know: She’s been with the firm for 18 years. “When we spend so much time together, we believe in liking everyone we work with.”
(front row, l–r): Eileen Alsbrooks, Chief Financial Officer; Harry Campbell, Chief Executive Officer; Tammy Crane, Chief Operating Officer; Anne Durrie, Chief Experience Officer. (middle row, l–r): Hattie McWhirt, Executive Administrator; Kris Daugherty, Patient Services Manager; Shari Clark, Director of Surgery; Angie Beerup, Chief Marketing Officer; Jake Ellmaker, Call Center Manager; Brian Thuringer, Director of Sales; Ramon Corrales, Director Corporate Leadership. (back row, l–r): Nancy McCully, Clinic Manager; Dr. Jason Stahl, Refractive Surgeon; Dr. Dan Durrie, Founder, Durrie Vision; Dr. Jason Brinton, Refractive Surgeon; Charles Antwiler, Director Information Technology.
Durrie Vision
This is a demonstration of organizational priority setting, done right: At Durrie Vision, the Overland Park-based eye care center, the philosophy is: “Patients First, Employees Second, Doctors Third.” If the second group doesn’t have the tools to do its job right, the first won’t produce the revenues that everyone else relies on.
So what’s in that tool kit? It starts with an environment that encourages collaboration and partnerships between leaders and associates, the company says, one that promotes a sense of ownership and teamwork. As do the monthly all-hands-on-deck meetings, where employees are free to offer suggestions for continuous improvement.
In a health-care setting, technology is changing processes constantly, which means there’s a premium on training for providers, and Durrie Vision is no exception. The company reimburses associates for the costs of obtaining or renewing certifications, and offers its own leadership-development program. New employees undergo a four-week orientation that does more than expose them to processes and patients—it immerses them in the Durrie Vision culture. Even the leadership goes through a program called Integral Leadership Mastery to produce managers who can develop a high-performance work environment.
Specialists in laser-vision correction, the company makes that routine service a no-cost perk for employees, along with a free eye exam, and families of employees get the free exam, plus half-off the correction procedure. Those are nice additions to a package of benefits that includes not just health and dental insurance plans, but flexible-spending accounts that come with employer contributions of between $1,000 and $2,000 a year, depending on elections; fully paid short-term disability and life insurance; a very strong 401(k) program that yields a company match of 4 percent annual salary when an employee contributes 5 percent; and uniforms, shoe and clothing allowances.
Employees are also woven into the philanthropic culture that founder Dan Durrie put in place with creation of Focus on Independence, which provides free laser surgery and other vision-correction services to the disabled. The clinic also directly supports non-profit charities, schools and civic clubs on behalf of its employees.
The open office and open-book management practices at C2FO help foster a collaborative, collegial and entrepreneurial approach to their work.
C2FO
Let’s see, now: Ping-pong and Foosball tables. Catered lunches by Eden Alley— three times a week. Big-screen TVs. Cappucino. Local beer, on tap. All in a setting with contemporary art throughout the workplace. Did we say “workplace”?
Yes indeed, this is where the nose meets the grindstone at C2FO, the latest blossom in the entrepreneurial garden that is Sandy Kemper’s mind. The former CEO of UMB Bank and founder/CEO of Perfect Commerce (a tech company that develops supplier relationship-management technology) is at it again with this on-line tool that allows companies worldwide to find higher, better—and more profitable—uses with their cash flow.
The Fairway-based company, (the name stands for Collaborative Cash Flow Optimization) was founded as Pollenware in 2008 and bills itself as the world’s market for working capital, exchanged on a bid-ask basis. It has 58 employees who enjoy not just the aforementioned amenities, but a workplace oozing with entrepreneurial thought. The open layout encourages interaction between the staff and the leadership, who provide transparency with open-book financial metrics and weekly meetings for exchange of ideas. The latter is a must at the nexus of technology and financial services, where nothing is at a “Princess Bride” level of Mostly Dead quite like a tech company that isn’t challenging its assumptions every day.
Paving the way for that free exchange of ideas is a package of competitive base salaries—designed by folks who know their way around competitive salaries—sweetened with highly focused bonus, incentive, stock-option and commission opportunities that reward high performance. There’s also comprehensive health care (100 percent paid by the company for employees; it pays 50 percent of dependent coverage), vision and dental coverage, short-term and long-term disability and life insurance, and a very impressive 401(k) plan that works out to a 4 percent company match for employees contributing 5 percent of their pay.
It could only get better with unlimited paid vacation. Oh wait—there’s that, too. And a $100 anniversary bonus awarded every year you’re employed.
